Local Delivery Go-To-Market

When DoorDash and Meta partnered to offer local delivery of purchases made on Facebook Marketplace, Levi was in the background defining the growth plan for DoorDash. While Uber might need to manage a 2-sided marketplace (riders and drivers) and DoorDash usually has a 3-sided one (drivers, restaurants, and end customers), Levi was planning product changes, pricing, and marketing for a 4-sided marketplace: drivers, buyers, sellers, and Facebook Marketplace itself. 

Levi drove product-specific recommendations for Meta and other merchants and also led some other totally-out-of-comfort-zone initiatives like influencer marketing and direct seller interviews. 

0 to 1 Healthcare Product Launch

As the Director of Program Management for SmartShopper Propel at Zelis Healthcare, Levi was responsible for coordinating across Engineering, Finance, Sales, Marketing, Legal, and Support from a position embedded in the Product organization. 

Not withstanding the healthcare industry's usual 18+ month sales cycles, he led cross-functional teams towards having a viable product and achieving verbal sales commitments in under 9 months. Within his second year in the organization, he coordinated integrating Propel within the organizations' other member-facing applications.

Banking Risk Mitigation

After the 2023 regional banking crisis, Levi was brought in to help a payment processor reduce its bank partner risk through leading an effort to capture client data needed for additional pass-through insurance. Additionally, Levi drove the creation of a bank partner cutover and disaster recovery plan to avoid customer impact in case of future issues with banking partner liquidity. 

Non-Profit Service Expansion

When one of the largest economic development corporations wanted to explore expanding it's local services, Levi led a small team in understanding the total addressable market for each new service and the viability of expansion. 

In addition to forecasting market potential and financial forecasts, Levi and team built out operating models for the service expansions scaled for differences in the organization's potential investment.